My home business was struggling. People told me I was really good on the phone, but I felt like I just didn’t ‘connect’ deep enough with my prospects. Sure, I had a picture on my website, but it felt generic. Then, I had an idea.

After finishing a phone call with a prospect, I sent him a 30-second video email. I put on a collared shirt (so I looked a little professional), and hit record. I smiled into the webcam and said, ‘Hey Brent! This is Mark Hoverson, here in my home office in Kansas. It was great talking to you a few minutes ago. I know you were really interested in how we make those $1000 commissions over and over, so I wanted to show you the most popular vacation voucher in our package. (Then, I pulled out a beautiful, thick, glossy brochure with a gorgeous couple gazing into the ocean). I put the voucher in front of the webcam and said, ‘This is called the ‘Dream Vacation’, it allows our members to stay almost anywhere in the world (as I am flipping through the brochure with tantalizing pictures of Hawaii, Australia, Switzerland, etc) for only $300 per week. Once your clients see they have access to this vacation (then I snapped my fingers), they will buy the package and you will make at least $1000 profit. Okay Brent, I’ll talk to you soon.’

What was the result? Brent called me back shortly, ‘Wow Mark, thanks for that video.’ He bought. I made a $1000. I began to do this over and over. I began to make sale after sale. One lady, after buying, told me, ‘Once I saw a video of you in your home, with your kid on your lap, I just knew you couldn’t scam me.’

If a picture is worth a thousand words, then video is worth a million words. Below are tips for how to create simple, proven video that will cause a rush for your product.

#1- Get a good webcam. I walked into Best Buy, I said, ‘Get me your best webcam.’ It cost about $135 dollars. Don’t use a cheap webcam. You will be pegged as an amateur, and you don’t want an amateur’s paycheck.

#2- Background. Background. Background. I have heard people recommend you do your video with a simple white wall behind you. NO! It looks like a prison video. I have a fancy, brick fireplace as my background. It evokes prosperity and durability to my viewers. Would Oprah’s producers be impressed with your ’staging’? If not, redo your background until it looks cool.

#3- Smile. Don’t be too serious. If you remind people of their favorite cousin, uncle, or friend, they will buy from you with great joy. Here’s a clue: their best friend smiles and laughs a lot at them. Go and do likewise.

#4- Show the product. Even if it is just vitamins, show them the package of vitamins. Or if you are selling a club membership, flash them the membership card. It will make the product more real to them.

#5- If you have kids, USE THEM! Geico uses that cute little geko to sell insurance, I use my cute kids. Period. Sit them on your lap. Have them say ‘Hello.’ It will leave lasting impressions.

In closing, I was just called by a Millionaire in our company. He said, ‘Hey, I was just on your site. I like it. You know what I would do if I were you? I would use less text and just stick with the videos.’ So, I cut out what I thought was great ad copy and just used video. The Results? More and more sales. Faster and Faster. Try it and you will see.

Mark Hoverson is a Level Three International Director with Coastal Vacations. To see how he uses video on his website, check out http://4000everyweek.com

Of all the Electric RC Helicopters, one product line truly stands out in terms of design. Many RC enthusiasts have probably seen it before, and undoubtedly was left momentary bewildered by its extraordinary looks. This model is none other than Taiwanese Gazaur’s Mars and Poseidon electric RC helicopters. Let’s find out weather these trendy helicopters perform as good as they look.

The first and probably the most appropriate feature of this helicopter to take note of is, of course, its look. Apparently, the designers claim that they’ve put in countless hours of research and hard work before coming up with this unique concept. The final product is a model that is designed with aerodynamics in mind, and its fuselage aims to imitate a bird of prey. Although some will say that this imitation is not overly apparent, many will agree that the designers succeeded in creating a captivating helicopter nevertheless. The designers also embraced the Confucius concept of Yin and Yang - in doing so, produced two separate lines: Poseidon representing the Yin and Mars representing the Yang. To date, two specific models are available, Poseidon 480 and Mars 480. This review will primary look at the Mars model.

The next notable feature of this helicopter is the rotor head. Being one of the main components of an RC helicopter, the engineers deserve praise for being brave enough to really design it in such a way that deviates from the norm. This rotor head, surprisingly, is designed around a minimalist concept, thereby allowing it to have very little parts. Astonishingly, this concept allows for a much smoother flight than expected. Just as noteworthy is the fact that the rotor head is 90% aluminum right out of the factory. The main blade grip incorporates a ball bearing system, a feature that allows the blade to absorb the swinging force, delivering a sharper servo response.

Mars 480’s body frame composes of two materials, 60% aluminum and 40% alloys. This combination results in a body that is as flexible as it is strong. In fact, Gazaur’s engineers claim this is another component that adds to this model’s gas-rivaling flight stability. This material will also keep components within the frame safe in case of crashes.

Even the ski ramp got an overhaul in the Mars 480. At first glance, many may think that the ski’s design is purely decorative. However, upon closer inspection, the ski is actually designed to be flexible and will act as a cushion upon each landing.

The last aspect of this model that should be brought to attention is the fact that it is fully 3D-flight capable right out of the box. Also, its spare parts are interchangeable with other popular electric helicopter models (such as the T-Rex).

This helicopter is very different from other electric RC helicopters. From its design, rotor systems, to its body, the engineers have proven that it is not necessary to follow normal conventions to produce a successful model. Therefore, for people who are looking for a “different” RC helicopter experience without wanting to sacrifice quality, this helicopter is for you.

Interested in the amazing hobby of Electric RC Helicopters? Tara Soonthornnont is an Electric RC Helicopter enthusiast who maintains a website dedicated to it.
Check Out:
http://www.electric-rc-helicopter.com

Double your traffic to your website In 30 minutes Or less using google adwords!

Can this be true? Is it this easy to increase traffic to your website?

Well, the answer to those questions is yes!

But Beware, You must have some basic knowledge before you start your pay per click google adwords campaign. If not, you are most likely going to lose a pile of cash while you learn. Or you will spend hundreds of dollars, get frustrated and say “this does not work” and give up!

Google adwords is an amazing advertising medium and one that allows you to quickly test a market and determine if what you are offering is a good match for your audience. You can have your Google Adwords promotion up and running in minutes and put your advertising directly in front of the eyeballs that are looking for what you are selling.

You can specifically choose when, how and where your ad shows up on google. If you are unaware of google adwords, go to google right now, and in the search bar, type in whatever you sell or offer. On the right hand side of the web page you will see something that will look like this:

Increase My Web Traffic

Add your link to over 100 Sites

Increase Web Traffic

(and a web address here)

This is a typical Pay per click Ad. When someone clicks on that ad, the advertiser (you) would pay a determined amount for that click. Now the huge advantage of this is you can specify what words you want someone to search to find you. In the above example I used “increase website traffic”. Since my site is about how to increase website traffic, the person who clicks on the ad is looking for ways to increase their web traffic.

Thus, this gives you a targeted visitor to your site that is very qualified to seek your offer.

Before you get all excited and jump into the adwords game, you need to educate yourself on this process. Google Adwords can be very tricky and without the proper knowledge you can loose hundreds of dollars very quickly.

There is a science to adwords and you would be well advised to equip yourself with the proper knowledge or hire someone who is experienced. One of the most knowledgeable people in this industry is Perry Marshall.

A Google Adwords Promotion can be a fantastic way to increase web site traffic immediately to your site. I would recommend you take Perry’s 5 day course and get a good overview before you start spending money to send traffic to your site.

Do not just sign up for adwords and start sending traffic to your site without gaining the proper knowledge. I have already done this and I lost a lot of money very quickly.

Sam Clark is a Web Developer and Internet Marketer who runs an online business. For more information including a free video about Perry Marshall, the Google Adwords Expert. Stop by our site and learn more about google adwords promotions http://trafficmasters2007.com/category/google_adwords/

What is a Houston FHA loan?

This is a mortgage made by a private lender where the lender is insured against default by the Federal Housing Administration.

What is the limit for a FHA mortgage?

In Harris County the maximum loan amount for a single family home is $200,160 as on September 2006.

What are the income requirements?

You should earn enough so that the total mortgage payment is less than 30% of your total gross income. Total finance payments including the mortgage plus things like car payments, credit cards and other monthly obligations should be 41% or less.

What if I have had a bankruptcy or foreclosure?

A bankruptcy needs to be 2 years old and a foreclosure 3 or more years ago? Your most recent credit should be mostly good.

How much is required down?

FHA loans often require only 3% down and the money can come from a family member, or charitable organization as a gift. Most other types of loans don’t allow this.

Do I have to pay closing costs in addition to my down payment?

It is often possible to finance closing costs.

Are the rates good?

Yes, FHA loans have very competitive rates.

Can a FHA loan be used to refinance a home?

Yes, if you qualify.

Is a FHA loan always the best program?

No, At one time the FHA loan was one of the few ways to get a mortgage with a small down payment and a good rate. Now there are other loans that in some cases offer better terms. A good lender can give you options and help you select the program that is best for your needs.

Texas Capital Mortgage - Low rates with good or bad credit - http://www.Texas-Capital-Mortgage.com - Houston Reverse Mortgage - http://www.reverse-mortgage-houston.com

Texas residents can get more information at my Houston FHA mortgage site or call our office at 281-537-7800.

A little over three decades ago, Bruce Henderson, the Boston Consulting Group’s founder, warned managers, “The majority of products in most companies are cash traps. They will absorb more money forever than they will generate.” His apprehensions were entirely justified. Most new products don’t generate substantial financial returns despite companies’ almost slavish worship of innovation. According to several studies, between five, and as many as nine, out of ten new products end up being financial failures. Even truly innovative products often don’t make as much money as organizations invest in them. Apple Computer, for instance, stopped making the striking G4 Cube less than 12 months after its launch in July 2000 because the company was losing too much cash on the investment. In fact, many corporations make the lion’s share of profits from only a handful of their products. In 2002, just 12 of Proctor & Gamble’s 250-odd brands generated half of its sales and an even bigger share of net profits.

Yet most corporations presume that they can boost profits by fostering creativity. During the innovation spree of the 1990s, for instance, a large number of companies set up new business incubators, floated venture capital funds, and nurtured intrapreneurs. Companies passionately searched for new ways to become more creative, believing that returns on innovation investments would shoot up if they generated more ideas. However, hot ideas and cool products, no matter how many a company comes up with, aren’t enough to sustain success. “The fact that you can put a dozen inexperienced people in a room and conduct a brainstorming session that produces exciting new ideas shows how little relative importance ideas themselves actually have,” wrote Harvard Business School professor Theodore Levitt in his 1963 HBR article “Creativity Is Not Enough.” In fact, there’s an important difference between being innovative and being an innovative enterprise: The former generates lots of ideas; the latter generates lots of cash.

For the past 15 years, we’ve worked with companies on their innovation programs and commercialization practices. Based on that experience, we’ve spent the last two years analyzing more than 200 large (mainly Fortune Global 1000) corporations. The companies operate in a variety of industries, from steel to pharmaceuticals to software, and are headquartered mostly in developed economies like the United States, France, Germany, and Japan. Our study suggests there are three ways for a company to take a new product to market. Each of these innovation approaches, as we call them, influences the key drivers of the product’s profitability differently and generates different financial returns for the company. The approach that a business uses to commercialize an innovation is therefore critical because it helps determine how much money the business will make from that product over the years. In fact, many ideas have failed to live up to their potential simply because businesses went about developing and commercializing them the wrong way.

“Innovating for Cash”, James P. Andrew and Harold L. Sirkin, Harvard Business Review, September 2003. Visit CJPS-Enterprises for more information.

At CJPS Enterprises, we specialize in execution. Getting things done. Our approach is designed to give your company an unfair advantage. We have years of experience in the medical industry, a long list of contacts and access to the leading minds in healthcare. We’re catalysts, analysts, managers, negotiators - experts in every aspect of raising capital and facilitating breakthrough growth. Visit us at http://www.cjps-enterprises.com

It is time for you to go to your next level in your maturity and walk with Christ, so that means you also get to go to a “new level” concerning your finances!

In in God’s Kingdom Economy, (economy being God’s Way for doing things),God wants you as wealthy as you can wisely handle finances. He wants you to walk in His abundance and to show a profit in every area of your life! And you can tell how much you are going to prosper by how wisely you handle the money He gives to you!

And for what purpose is this? Well, so you can be abundantly blessed and be a blessing to others; so His Kingdom can grow and prosper; and you would have lack of nothing!

Throughout various teachings in the Christian world we hear that according to the amount of money we give as Christians, the more blessings we will have. Sounds good eh? Except it’s not Scriptural.

The amount of the offering has nothing to do with the condition of the heart. This principle is nowhere seen more aptly than in the Scripture verses concerning the widow’s mite. In today’s currency exchanges, she gave hardly anything.

But in God’s economy, (once again God’s Way for doing things), she gave it all.

Our using Wisdom is the yard stick God uses to determine to what degree we are to prosper. If you were a parent, how likely is it you would give your four year old a Lexus? Not very likely, right?

Okay, before God begins to prosper us financially He expects to see us walk in His Wisdom and He begins to prove us to see how well we can manage the finances He has entrusted to us.

As a rule, He will begin with a seed, a small beginning, and then, as we have passed the multiple tests, He gives increase. We see this concept both in the Old Testament and the New.

Remember the widow in the Temple giving of her last mite? You should, Jesus remembered her. And He knew exactly how much she gave and how much she had left. His Wisdom saw the condition of her heart.

It was no chance that Solomon humbly asked for wisdom and got plenty of it - plus, the greatest amount of wealth the world had witnessed up to then.

With wisdom, as we sense the Lord leading us, we can take let’s say a small amount of money. Let’s say a couple of dollars. We would ask for His direction and then, He would give it.

With a couple of dollars, He would show us where to invest it, first doubling it and then re-doubling it. Now, tripling it! You as a good steward could be setting it aside, once again, let’s say in a money market account which bears higher yield than a regular pass book savings account.

If you had wisdom, and knowledge, and understanding, in no time at all, with a couple of dollars “seed money” you would have accumulated quite a little bundle at the end of the year.

A very small beginning indeed, but now you have something saved up for either your tax money; or a little vacation; or perhaps health insurance; or even an account to help save for your grand children’s or children’s college fund. You can even begin to tithe to the Lord as He leads or give to missions or…

Do you see? And you did it all with a small beginning. Just a couple of bucks. Less than a cup of “joe” at Starbucks. You did it with a tiny seed, a very small beginning.

You can always tell how much you are going to prosper by how wisely you handle the amount of finances which God entrusts you with. Remember, God made you the Head and not the Tail! Now use your head!

It was on a crispy January morning in Coral Gables, Florida when this author felt she heard God say to her, “one day you are going to write articles for the internet. She finished sipping on her “cafe Cubano” and sat for a moment, stunned, in the outdoor cafe.

In 1999, she didn’t even own a computer and had only heard the term “internet” mentioned by some people. Today, Beverly Anne Sanchez, is online editor/publisher of KingdomXchange.com and sister site, ChristePublishers.com and is administrator of the Covenant Ministry of the Lion and the Lamb in Miami, Florida.

She has written for several years for web sites such Suite101, Themes, Epinions and This Christian Life majoring on the topic of Biblical Economics and prospering in the End-times and other related and unrelated areas. Her greatest love is to see the lives of hurting people transformed through a world-wide outreach ministry she can render through the internet.

It’s tough to get consumers to adopt innovations - and it’s getting harder all the time. As more markets take on the characteristics of networks, once-reliable tools for introducing new products and services don’t work as well as they used to. The efficacy of advertising, promotions, and the sales force has declined; it is more difficult for innovators to rise above the din of information from competing sources; and only hard-to-manage relationship skills seem to make a difference.

Executives need to rethink the way they bring innovations to market. By using game theory, they can develop new strategies for playing in today’s networked world. By understanding how social, commercial, and physical networks behave, innovators can develop new tactics. And by working back from an end-game, they can change markets from foes to allies.

Nature’s Way

Markets, by their very nature, resist new ideas and products. Despite the risks involved with developing and launching new innovations, companies love them because they drive profits, growth, and shareholder value. Innovations reap such handsome rewards because they are risky. Markets, meanwhile, kill most new products and services and accept the rest only grudgingly. For instance, television took more than three decades to become a mass medium in the United States - from the first experimental broadcasts in the late 1920s to widespread acceptance in the 1960s. Likewise, the number of transistors on a semiconductor chip has doubled every 18 to 24 months, as Intel cofounder Gordon Moore predicted, but the productivity gains from the improvements in information technology have come at only half that speed - a rule one might call demi-Moore’s law.

Markets are inimical to innovation because they crave equilibrium. Equilibrium, as defined by the beautiful mind of Nobel Prize winner John Nash, is a situation where every player in a market believes that he or she is making the best possible choices and that every other player is doing the same. Equilibrium in a market lends stability to the player’s expectations, validates their choices, and reinforces their behaviors. When an innovation enters the market, it upsets the players’ expectations and choices and introduces uncertainty in decision making. For example, the U.S. wireless communications industry had found equilibrium by 2002 with several big players, relatively stable technologies, and steady consumer-switching rates. But the government’s decision in November 2003 to let consumers take their telephone numbers with them when they changed carriers seemed likely to disrupt the status quo, which is why markets resist them.

A market’s hostility to innovations becomes stronger when players are interconnected. In a networked market, each participant will switch to a new product only when it believes others will do so, too. The players’ codependent behavior makes it tougher for companies to dislodge the status quo than if each participant were to act autonomously.

“The New Rules for Bringing Innovations to Market”, Bhaskar Chakravorti, Harvard Business Review, March 2004. Visit CJPS-Enterprises for more information.

At CJPS Enterprises, we specialize in execution. Getting things done. Our approach is designed to give your company an unfair advantage. We have years of experience in the medical industry, a long list of contacts and access to the leading minds in healthcare. We’re catalysts, analysts, managers, negotiators - experts in every aspect of raising capital and facilitating breakthrough growth. Visit us at http://www.cjps-enterprises.com

For people trying to stay young within themselves both their heart and their spirit are what matters. However, staying young on the outside has its challenges. Keeping your skin looking young is certainly a daunting task. Many people are successful in achieving this without anyone else even knowing, and when various people inquire as to what their antiaging secret is, they would answer with ‘antioxidants’.

Many of us have noticed this type of phenomenon on TV or perhaps on the Internet, yet we all ponder what this secret is all about. An antioxidant is a form of chemical that counteracts what are known as free radicals into non-toxic elements, so the primary effect is to stop the bodies cells from being destroyed and contributing to the aging process. In the human body there is a process known as the oxidizing process. From this process radicals are produced from our bodies cells oxidizing and consequently producing energy which is called metabolism in the process of their normal functioning.

Well-Known Food Sources

The reality is antioxidants are not an antiaging secret after all. They exist universally in our day to day life, in practically all natural food sources that can be found, ranging from numerous types of vegetables to fruits and seafood to oils.

The reason that antioxidants are sometimes referred to as antiaging secrets is due to the fact that it assists in reducing the aging process, with one of the most notable benefits being that there are minimal side effects compared to other forms of supplements that promise a more youthful looking appearance for your skin.

There are many fruits that contain numerous antioxidants within them, some of which include but are not limited to cherries, melons, prunes, apples, Strawberries, mangoes, raspberries, cranberries, blueberries, blackberries, and nearly all types of plums. Various vegetables that contain antioxidants are artichokes, red ball pepper, broccoli, carrots, tomatoes, cabbage, cantaloupe, beets, spinach as well as others. Fish as well as various other seafoods also contain many traces of antioxidants. Additionally, antioxidants (our antiaging secret) can be found in numerous types of oils, such as hazelnut, almond oil, sunflower oil, and safflower oil.

Antioxidant Vitamins

Essentially, what ever food incorporating any of vitamin B6, vitamin A, vitamin B12, vitamin E, vitamin C, Folic acid, carotene, or Selenium would include antioxidants within them. Because most of the products that we consume on a daily basis have these natural antioxidants within them we can confidently assert that the true antiaging secret is the all-natural foods that we eat on a daily basis.

In addition to assisting in slowing the aging process, antioxidants actually have numerous other benefits as well. They help with the prevention of various diseases such as chronic infections, cataracts, stroke, heart disease, cancer and even Alzheimer’s disease.

Korbin Newlyn invites you to learn from his passion to guide individuals into healthy lifestyles. Visit our Antioxidant for Antiaging website as well as our Vitamins and Health site for more antiaging health information.

At he core of your company’s strategy lies a dilemma, wrapped in a problem, inside a challenge. As companies find it increasingly tougher to achieve and sustain growth, they have placed their faith in acquisitions and alliances to boost sales, profits, and, importantly, stock prices. That’s most evident in developed countries. American companies, for instance, created a titanic acquisitions and alliances wave by announcing 74,000 acquisitions and 57,000 alliances from 1996 through 2001. During those six years, CEOs signed, roughly, an acquisition and a partnership every hour each day and drove up the acquisition’s combined value to $12 trillion. The pace of collaboration has slowed since then. U.S. firms struck only 7,795 acquisitions and 5,048 alliances in 2002 as compared with 12,460 and 10,349, respectively, in 2000, according to data from Thomson Financial. But as companies gear up for greater growth, collaboration is once again high on priority lists. In fact, firms clinched more acquisition deals (8,385) and alliance agreements (5,789) in 2003 than in the previous year.

There’s a problem, however, and it refuses to go away. Most acquisitions and alliances fail. A few may succeed, but acquisitions, on average, either destroy or don’t add shareholder value, and alliances typically create very little wealth for shareholders. Company’s share prices fall by between 0.34% and 1% in the ten days after they announce acquisitions, according to three recent studies in the Strategic Management Journal. (The target companies’ stock prices rise by 30%, on average, implying that their shareholders take home most of the value.) Unlike wines, acquisitions don’t get better over time. Acquiring firms experience a wealth loss of 10% over five years after the merger completion, according to a study in the Journal of Finance. To add to CEOs’ woes, research suggests that 40% to 55% of alliances break down prematurely and inflict financial damage on both partners. When we analyzed 1,592 alliances that 200 U.S. companies had formed between 1993 and 1997, we too found that 48% ended in failure in less than 24 months. There’s plenty of evidence: Be it the DaimlerChrysler merger or the Disney and Pixar alliance, collaborations often make headlines for the wrong reasons. Clearly, companies still don’t cope very well with either acquisitions or alliances.

What are we missing? For more than three decades, academics and consultants have studied acquisitions and alliances and written more tomes on those topics than on virtually any other subject. They’ve applied everything from game theory to behavioral science to help companies “master” acquisitions and “win” at alliances. They’ve worshipped at the altars of firms that got the stray acquisition or alliance right.

Surprisingly, although executives instinctively talk about acquisitions and alliances in the same breath, few treat them as alternative mechanisms by which companies can attain goals. We’ve studied acquisitions and alliances for 20 years and tracked several over time, from announcement to amalgamation or annulment.

“When to Ally and When to Acquire”, Jeffrey H. Dyer, Prashant Kale and Harbir Singh, Harvard Business Review, August 2004. Visit CJPS-Enterprises for more information.

At CJPS Enterprises, we specialize in execution. Getting things done. Our approach is designed to give your company an unfair advantage. We have years of experience in the medical industry, a long list of contacts and access to the leading minds in healthcare. We’re catalysts, analysts, managers, negotiators - experts in every aspect of raising capital and facilitating breakthrough growth. Visit us at http://www.cjps-enterprises.com

Growth - real growth - depends on innovation. Oh, sure, a big acquisition can inflate a company’s top line, but it’s hardly fair to call this growth; agglomeration would be a better word. Deal making of the sort that was used to jack up revenues at companies such as Tyco, Vivendi, HealthSouth, and DaimlerChrysler is unlikely to produce above-average growth for more than a few years at a time. Study a company that has delivered strong revenue growth over a decade or more, and you’re likely to find evidence of world-class innovation. Maybe the company invented a new industry structure, like Microsoft did when it “de-verticalized” the computer industry. Maybe the firm pioneered a bold new business model, like Costco did with its upscale warehouse stores. Or maybe it hatched a bountiful brood of sleek new products, like Nokia did. Put simply, innovation is the fuel for growth. When a company runs out of innovation, it runs out of growth.

And there’s the rub. We live in an age of austerity. Every line of every budget in every company is under perpetual scrutiny. Innovation budgets are no exception. Increasingly, R&D units are required to negotiate their budgets directly with key operating divisions, in hopes of tying their research spending to real-world customer problems. Companies like IBM are sending their R&D professionals into the field to interact directly with customers. Organizations are subjecting nascent development programs to ever more rigorous screening with the goal of focusing their resources on a few big-win projects. Additionally, companies are training their R&D staffs to think in business terms so the researchers will be better able to decide whether an idea is worth pursuing in the first place.

These efficiency measures are commendable, but they don’t go far enough. A company can’t outgrow its competitors unless it can out-innovate them. And in these austere times, that is only going to happen if a company is capable of substantially raising the yield on its innovation investments. Achieving such a step function improvement requires more than just a bit of R&D belt tightening. It demands a fundamentally new way of thinking about innovation productivity, as well as a set of strategies that have the power to deliver a whole lot more bang for every innovation buck.

To dramatically improve innovation yields, companies must believe that innovation outputs (new processes, products, services, and business models) are less than perfectly correlated with innovation inputs (cash and talent). This assumption is more unorthodox than it first appears. When we recently asked more than 500 senior and midlevel managers in large U.S. companies to identify the biggest barriers to innovation in their respective organizations, the number one response was “short-term focus” followed by “lack of time and resources.” In this view, innovation is highly dependent on investment, and it is senior management’s presumed obsession with near-term earnings that most limits a company’s innovation productivity. We think this view is wrong.

“Funding Growth in an Age of Austerity”, Gary Hamel and Gary Getz, Harvard Business Review, July-August 2004. Visit CJPS-Enterprises for more information.

At CJPS Enterprises, we specialize in execution. Getting things done. Our approach is designed to give your company an unfair advantage. We have years of experience in the medical industry, a long list of contacts and access to the leading minds in healthcare. We’re catalysts, analysts, managers, negotiators - experts in every aspect of raising capital and facilitating breakthrough growth. Visit us at http://www.cjps-enterprises.com